Community attitudes toward wildlife and conservation in Mangalane, Mozambique R. Lubilo, South African Wildlife College, South Africa and J. A. Shaw, WWF SA BEYOND ENFORCEMENT: Communities, governance, incentives and sustainable use in combating wildlife crime. 26 th February 2015 Glenburn Lodge, Muldersdrift, South Africa

My introduction to community-based natural resource management (CBNRM) – as a young VAG Secretary in Msoro community, Zambia

As community members, we recognized that more wildlife = more money Therefore we: Set up wildlife zones Built dams for water for wildlife Employed 76 village scouts Established patrolling systems Collection of snares, firearms etc. Results All illegal locally manufactures guns removed People observed wildlife management zones Less availability of game meat / less poaching

But need to re-create / roll out these successes Southern African Wildlife College – Established a CBNRM Training Section – with WWF / USAID support Focusing on “learning-by-doing” But few effective CBNRM programmes in place Therefore, setting up “model” learning sites, e.g. Mangalana in Mozambique – Governance – Community empowerment and benefits sharing – Resource protection

MAP / case study SAWC Mangalana community Sabi Game Park

Partnership Five villages Mangalane community ( people) Five villages Mangalane community ( people) Sabie Game Park (SGP - privately owned reserve) Sabie Game Park (SGP - privately owned reserve) Houses for relocated people Houses for relocated people Clinics, schools, water provision Clinics, schools, water provision Historically poor relations – Historically poor relations – Loss of access to water, grazing, grave sites Loss of access to water, grazing, grave sites Broken promises Broken promises Human wildlife conflict issues Human wildlife conflict issues Southern African Wildlife College (SAWC) CBNRM Unit to improve governance and relationships Southern African Wildlife College (SAWC) CBNRM Unit to improve governance and relationships SchoolWater

Before project, people in Mangalane did not understand value of wildlife (2013)

Mangalane Trainees In 2013 Situational analysis Livelihoods Governance dashboard Participatory Rural Appraisal Governance training and established village structures Involved private sector

Establishing governance structures Forget Sithole explains “rules of the money” to the people. Mavanguana committee being introduced to community

2014 Unlocked money after 7 years Shared 20% of revenue from Sabi Game Park with community Over 300 Households received cash dividend av. R500 Attitudes have changed More dialogue Willing to set up community scouts / village protection systems Will formally survey attitudes after 2014 rains

2015 The Rhino Fund sourced by SABIE Game Park 60% for community projects (as decided by each village) 40% for community scouts programme as a Village Protection Unit Performance Based

Rigorous Village governance (as a model for training) – constitutions; – conformance monitoring – financial management Community scouts Programme for wildlife and livestock (as a model for training) Income generation / alternative livelihoods (wildlife / tourism / agriculture) Performance monitoring NEXT STEPS Community Sabie Game Park Working with government agencies WWF and UK IWT Challenge Fund SAWC Partnerships

Improved local economy and livelihoods improved via wildlife economy in combination with land use planning and enterprise / agricultural development Improved community governance with full participation, equitable benefit sharing and awareness of the value and management of wildlife at household level. Increased understanding of new Conservation Law to combat wildlife crime and communities empowered to protect their resources. Increased household security and diversification of sources of income, including from wildlife, in association with improved community governance structures reduces illegal activity and therefore poaching impacts. OUTPUTS

When the local people have the right access to information, use of resources, participate in decision making, able to realize some form of tangible benefits- cash rewards or employment, social projects; When the community is well organized, with proper rules of governance, clear criteria of who is responsible for what; When there is genuine partnership between communities and private sectors, with government and other supporting organizations; Where there is presence of technical assistance for supporting community capacity; When communities are considered real owners and beneficiaries. SUCCESS FACTORS